Joe Fowler is a Senior accounting and finance professional with over thirty-five years experience working in Manufacturing, Food Manufacturing and Aerospace and Defense Companies with both domestic and international operations. Joe has expertise in Cost Accounting, Forecasting, Budgeting, Overhead Analysis, Financial Reporting, Estimating, and analysis of Program/Project performance.Joe was part of an Executive Management Training Program at Lockheed and as a result has hands-on operational experience in Manufacturing, Supply Chain, Logistics, Engineering and Technology.Joe started work with General Dynamics (now LM Aeronautics) in Fort Worth, Texas in 1982 and held numerous assignments of increasing responsibility within the Cost Accounting, Financial Planning and Estimating organizations. He was the Director of Accounting for Lockheed Martin Aeronautics responsible for all Cost Accounting personnel and processes, including journal preparations and reconciliations, accounts payable, labor and material accounting, travel and expense reporting and the month-end closing processes. He later became the Director of Contracts and Estimating preparing and negotiating proposals.Because of his knowledge of overall business processes he led the ERP implementation and business transformation for Lockheed implementing the same business processes across 3 disparate sites. He led the PLM implementation for the JSF Program. This implementation commonized Engineering Design, Release and change management processes across 3 Teaming partners, 15 additional partners, more than 45 subcontractors and more than 300 suppliers.As a CIO, Joe was able to establish the strategic vision for IT applications and deployment as well as reduce hardware and improve redundancy and reliability. Finally, Joe worked as a Consultant helping Aerospace and Defense Companies implement PLM and ERP solutions to optimize their business and streamline and optimize their business processes.

Overall responsibility for the IT strategy and operations of $ 1.5 B global supplier of aerospaceparts, supporting 4,200 employees in 16 plants across North America. The Corporation has tripled in size in 10 years, growing primarily through acquisition. This has resulted in a highly complex operating environment and IT footprint.• Defined strategy to integrate North America operations, increase financial transparency & achieve SOX compliance while improving IT infrastructure.• Leveraged IT investment by reducing data centers from 8 to 2.• Developed a shared service model that permitted businesses to pay for IT Services on a consumption basis. Centralized IT Infrastructure and Budgets.• Developed a Capital Acquisition Process that emphasized expected business value (ROI) for IT Investments.

- Directed the implementation of a single PLM solution across three disparate Teaming Partners (Lockheed Martin, Northrop Grumman and British Aerospace Systems) for the Joint Strike Fighter Program (the largest and most complex PLM implementation in Aerospace and Defense).-Managed PLM Design, Development, Testing, Deployment and Training resources, approximately 235 people, across all companies.-Implemented PLM across 12 partners, 45 Design Suppliers and 300 suppliers world-wide to enable collaboration on engineering design, manufacture, and maintenance of JSF aircraft.-Implemented common processes for engineering, manufacturing, procurement, supplier, and maintenance tasks.-Managed Engineering, Planning, Manufacturing, As Built and Repair Bill of Material Structures and performed Configuration Status Accounting within a single PLM environment.-Institutionalized a Change Control Board so that software changes or upgrades, work flows, processes, rules and administration of the software was in a controlled environment and all changes were communicated and trained before release to the using community.

-Directed the implementation of a single Enterprise Resource Planning (ERP) system across three different business units, Marietta, Palmdale and Fort Worth impacting approximately 26,000 people.-Developed the Integrated Master Plan and identified the necessary resources to execute the plan.-Implemented common manufacturing, procurement, scheduling, bills of material, inventory, financial systems and processes.-Improved operational accuracies prior to deployment: Inventory from 83 % to 95 % Bill of Material from 79 % to 98 % Scheduling from 89 % to 95 %

Overall Responsibility for the Proposal Development and Estimating Process for all Aircraft and Repair Programs. Responsible for managing and assigning 180 people to Customer proposals.Developed estimates for labor and material for aircraft programs.Negotiated contracts with the Government in excess of $ 2 billion dollars.Responsible for negotiating final contract price.

• Managed Material Accounting, Accounts Payable, Cost Accounting, Travel and Finance System Groups.• Responsible for ensuring internal controls and processes were adequate for recording material costs, analyzing price and quantity variances, and allocation of overhead costs.• Developed material budgets and forecasts for aircraft contracts.• Performed closing activities, including the allocation of overhead costs to contracts.• Produced profit analyses by contract.• Responsible for CAS and GAAP Compliance.